Analyzing Organizational Conflicts Using a Model Based On Structural Role Theory

A qualitative case approach is used to examine the capacity of the potential influence incongruence model of interpersonal conflict to analyze the latent sources of conflict and the resultant conflict processes in three cases of interpersonal conflict in organizations. A discussion of the case study approach and its role in theory construction and confirmation is provided. The three cases analyzed are those described by Walton (1969) in his seminal study of third-party conflict interventions. It is demonstrated that the model provides plausible, theoretically-integrated explanations of the sources of conflict in these three cases and aids understanding of the attitudes and behavior of the parties involved. A feature of the analysis is its integration of psychological and sociological concepts including bases of interpersonal power, the role concept and the process of role definition, and influence of role specialization and differentiation, symbolic aspects of interpersonal conflict, personality factors such as power needs, and dissonance theory. A degree of model clarification and elaboration are undertaken and the implications for conflict resolution and management are considered.